The Future of Work 2018

The future of
work
G r o w t h H a c k i n g

Ismael Paulo Santos
Business Intelligence Manager

This is just the
beginning
T h e j o u r n e y n e v e r e n d s

PART 1 PART 2
The future
of jobs
Growth mindset
Lifelong learning

The future of Jobs across 2018~2022
D r i v e r s o f
c h a n g e
C h a n g i n g
g e o g r a p h y o f
p r o d u c t i o n ,
d i s t r i b u t i o n a n d
v a l u e c h a i n s
A n e t p o s i t i v e
o u t l o o k f o r j o b s
A c c e l e r a t e d
t e c h n o l o g y
a d o p t i o n
C h a n g i n g
e m p l o y m e n t
t y p e s
E m e r g i n g i n -
d e m a n d r o l e s
T r e n d s i n
r o b o t i z a t i o n
A n e w h u m a n -
m a c h i n e f r o n t i e r
w i t h i n e x i s t i n g
t a s k s
G r o w i n g s k i l l s
i n s t a b i l i t y
A r e s k i l l i n g
i m p e r a t i v e
C u r r e n t
s t r a t e g i e s f o r
a d d r e s s i n g s k i l l s
g a p s
I n s u f f i c i e n t
r e s k i l l i n g a n d
u p s k i l l i n g

U b i q u i t o u s
h i g h - s p e e d
m o b i l e
i n t e r n e t
A r t i f i c i a l
I n t e l l i g e n c e
w i d e s p r e a d
a d o p t i o n o f
b i g d a t a
a n a l y t i c s
C l o u d
t e c h n o l o g y
They are flanked by a range of socio-economic trends driving business opportunities in
tandem with the spread of new technologies, such as national economic growth
trajectories; expansion of education and the middle classes, in particular in developing
economies; and the move towards a greener global economy through advances in new
energy technologies
Drivers of CHANGE

B i g D a t a
A n a l y t i c s
I n t e r n e t o f
T h i n g s
A p p W e b e n a b l e d
m a r k e t i n g
Large proportions of companies are likely or very likely to have expanded their adoption of
technologies such as the internet of things and app- and web-enabled markets, and to
make extensive use of cloud computing. Machine learning and augmented and virtual
reality are poised to likewise receive considerable business investment
Accelerated TECNOLOGY
ADOPTION

S t a t i o n a r y
r o b o t s
H u m a n o i d
r o b o t s
Companies across all sectors are most likely to adopt the use of stationary robots, in
contrast to humanoid, aerial or underwater robots, however leaders in the Oil & Gas industry
report the same level of demand for stationary and aerial and underwater robots, while
employers in the Financial Services industry are most likely to signal the planned adoption
of humanoid robots in the period up to 2022.
Trends in ROBOTIZATION

S k i l l e d l o c a l
t a l e n t
When determining job location decisions, companies overwhelmingly prioritize the
availability of skilled local talent as their foremost consideration, with 74% of respondents
providing this factor as their key consideration. In contrast, 64% of companies cite labour
costs as their main concern.
Changing GEOGRAPHY of production,
distribution and value chains

E x t e n d w o r k
f o r c e t o n e w
e n h a n c i n g
r o l e s
N e w r o l e s C o n t r a c t o r s
d o i n g t a s k -
s p e c i a l i z e d
w o r k
R e m o t e
s t a f f i n g
Large proportions of companies are likely or very likely to have expanded their adoption of
technologies such as the internet of things and app- and web-enabled markets, and to
make extensive use of cloud computing. Machine learning and augmented and virtual
reality are poised to likewise receive considerable business investment
Changing employment TYPES

M a c h i n e s
i n c r e a s i n g
t h e i r
c o n t r i b u t i o n t o
s p e c i f i c t a s k s
A u t o m a t e d
d e c i s i o n -
m a k i n g
J o b - r e l a t e d
i n f o r m a t i o n
t a s k s
Companies expect a significant shift on the frontier between humans and machines when it
comes to existing work tasks between 2018 and 2022. Relative to their starting point today,
the expansion of machines’ share of work task performance is particularly marked in the
reasoning and decision-making, administering, and looking for and receiving job-related
information tasks.
A new HUMAN-MACHINE FRONTIER
within existing tasks

L a r g e - s c a l e
d e c l i n e i n
s o m e r o l e s
L a r g e - s c a l e
g r o w t h i n
n e w p r o d u c t s
a n d s e r v i c e s
R i s e o f m i d d l e
c l a s s e s i n
e m e r g i n g
e c o n o m i e s
D e m o g r a p h i c
s h i f t s
They represent two parallel and interconnected fronts of change in workforce
transformations: 1) large-scale decline in some roles as tasks within these roles become
automated or redundant, and 2) large-scale growth in new products and services—and
associated new tasks and jobs—generated by the adoption of new technologies and other
socio-economic developments such as the rise of middle classes in emerging economies
and demographic shifts.
A net POSITIVE OUTLOOK for jobs

A net POSITIVE OUTLOOK for jobs

D a t a A n a l y s t s
a n d S c i e n t i s t s
S a l e s a n d
M a r k e t i n g
P r o f e s s i o n a l s
A c c e l e r a t i n g
d e m a n d f o r n e w
s p e c i a l i s t r o l e s
Also expected to grow are roles that leverage distinctively ‘human' skills, such as Customer Service Workers,
Sales and Marketing Professionals, Training and Development, People and Culture, and Organizational
Development Specialists as well as Innovation Managers. Moreover, our analysis finds extensive evidence of
accelerating demand for a variety of wholly new specialist roles related to understanding and leveraging the
latest emerging technologies: AI and Machine Learning Specialists, Big Data Specialists, Process Automation
Experts, Information Security Analysts, User Experience and Human-Machine Interaction Designers, Robotics
Engineers, and Blockchain Specialists.
Emerging IN-DEMAND roles

S k i l l s r e q u i r e d
t o p e r f o r m j o b s
w i l l s h i f t
s i g n i f i c a n t l y
S h i f t o f 4 2 % i n
r e q u i r e d
w o r k f o r c e s k i l l s
Given the wave of new technologies and trends disrupting business models and the changing division of labour
between workers and machines transforming current job profiles, the vast majority of employers surveyed for this
report expect that, by 2022, the skills required to perform most jobs will have shifted significantly。Global
average skills stability—the proportion of core skills required to perform a job that will remain the same—is
expected to be about 58%, meaning an average shift of 42% in required workforce skills over the 2018–2022
period.
Growing skills INSTABILITY
D i v i s i o n o f
l a b o r b e t w e e n
w o r k e r s a n d
m a c h i n e s

A c t i v e l e a r n i n g
a n d l e a r n i n g
s t r a t e g i e s
‘ h u m a n ’
s k i l l s
By 2022, no less than 54% of all employees will require significant re- and upskilling. Of these, about 35% are expected to
require additional training of up to six months, 9% will require reskilling lasting six to 12 months, while 10% will require
additional skills training of more than a year. Skills continuing to grow in prominence by 2022 include analytical thinking and
innovation as well as active learning and learning strategies. Sharply increasing importance of skills such as technology
design and programming highlights the growing demand for various forms of technology competency identified by
employers surveyed for this report. Proficiency in new technologies is only one part of the 2022 skills equation, however, as
‘human’ skills such as creativity, originality and initiative, critical thinking, persuasion and negotiation will likewise retain or
increase their value, as will attention to detail, resilience, flexibility and complex problem-solving. Emotional intelligence,
leadership and social influence as well as service orientation also see an outsized
A RESKILLING imperative
A n a l y t i c a l
t h i n k i n g a n d
i n n o v a t i o n
E m o t i o n a l
i n t e l l i g e n c e ,
l e a d e r s h i p a n d
s o c i a l i n f l u e n c e

Companies highlight three future strategies to manage the
skills gaps widened by the adoption of new technologies. They
expect to hire wholly new permanent staff already possessing
skills relevant to new technologies; seek to automate the work
tasks concerned completely; and retrain existing employees.
The likelihood of hiring new permanent staff with relevant skills
is nearly twice the likelihood of strategic redundancies of staff
lagging behind in new skills adoption. However, nearly a
quarter of companies are undecided or unlikely to pursue the
retraining of existing employees, and two-thirds expect
workers to adapt and pick up skills in the course of their
changing jobs. Between one-half and two-thirds are likely to
turn to external contractors, temporary staff and freelancers to
address their skills gaps.
CURRENT STRATEGIES FOR
ADDRESSING SKILLS GAPS:

Workers will need to have the appropriate skills enabling them to
thrive in the workplace of the future and the ability to continue
to retrain throughout their lives. Crafting a sound in-company
lifelong learning system, investing in human capital and
collaborating with other stakeholders on workforce strategy
should thus be key business imperatives, critical to companies’
medium to long-term growth, as well as an important
contribution to society and social stability. A mindset of agile
learning will also be needed on the part of workers as they shift
from the routines and limits of today’s jobs to new, previously
unimagined futures. Finally, policy-makers, regulators and
educators will need to play a fundamental role in helping those
who are displaced repurpose their skills or retrain to acquire new
skills and to invest heavily in the development of new agile
learners in future workforces by tackling improvements to
education and training systems, as well as updating labour policy
to match the realities of the Fourth Industrial Revolution.
INSUFFICIENT RESKILLING
AND UPSKILLING

Growth mindset &
lifelong learning
H a c k i n g k n o w l e d g e

GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G

PERSONA JOURNEY VALUE
PROPOSITION
BUSINESS
CANVAS
PIRATE
FUNNEL
OMTM
CUSTOMER EMPATHY

GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R E A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G

TEAM WORK
CREATIVE MIND
NUMBER FOCUSED
HIPSTER HACKER
HYPER HUSTLER
KNOW ALL THE TRICKS
KNOW WHAT THE COSTUMER
AND ORGANIZATION NEEDS

INSIGHTS AND
FINAL
RECOMENDATIONS

1. Have a clear purpose,
which reflects your DNA,
which everyone knows,
that is communicated
in a clear and tangible
and applicable manner;

2 . S e l l a d r e a m i n s i d e a n d
o u t . T h e b e s t p e o p l e d o
n o t j u s t w o r k f o r m o n e y
a n d c u s t o m e r s d o n o t j u s t
b u y t h e c h e a p e s t - t h e y
s e e k e m o t i o n a l b e n e f i t s
b e y o n d m e r e t e c h n i c a l
c h a r a c t e r i s t i c s . R e c o g n i z e
a n d r e w a r d p e r f o r m a n c e
a n d r e s u l t s , c r e a t e g o a l s
a m b i t i o u s b u t a c h i e v a b l e
a n d d e l i v e r e d v a l u e ;

3. Approach people and
technology (s). Empower
people, develop technologies,
adopt human culture vs.
digital;

4. Focus on high
added value niches,
solving market
problems, identify
promising markets and
position themselves
clearly vis -à-vis
others, creating
differentiation;

5. Create an ecosystem,
outsource what does not
matter, build an open
innovation network,
reinforce collective intelligence
and sharing economics;

6. Interact with the
customer. Listen and
observe it, invite it to
"come in" and evolve
with your
recommendations and
ideas

7. Fail fast. Prototype and fail
fast. Test the MVP (minimum
viable product), analyze the
data and make the
adjustments and only then
"truly throw yourself to the
sea"

8. Do your Digital
Transformation. Map
your client's journey,
digitize processes and
incorporate relevant
technology into the
business, defining a
new business model if
necessary

9. Look forward, anticipate
movements, create markets
and needs. Reinvent yourself
permanently

10. Adopt strategic
innovation as a
professional mantra.
Create, reinforce and
disseminate a
culture of innovation,
adjust cycles of growth
and decline, and adopt
a circular and
permanent process of
innovation.

Main:
The Future of Jobs Report 2018
Zeitgeist Aprendizagem 2018
What's Next 2020-2030
Secondary :
BRIDGING THE SKILLS GAP
Learn or Die | Upskilling
REFERENCES

The Future of Work 2018

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